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;Best use: Improving the quality of hires and retention rates, as engaged employees are likely to refer candidates they believe are a good fit for the job and corporate culture.; ;Pros: Reduces recruitment costs, reaches passive candidates and makes employees feel valued.; ;Cons: May limit diversity if networks are homogenous, bring the potential for bias and create exclusive social groups among employees.; Profit-Sharing Bonus: The Long-Range Arrow.

For WorldatWork Members ;How to Leverage Skills Testing for Total Rewards Success , Workspan Daily Plus+ article; ;A Step-by-Step Guide to One Skills-Based Org Lever TR Can Pull , Workspan Daily Plus+ article; ;AI and the Skills Evolution: Where the Total Rewards Function Fits In , Workspan Daily Plus+ article; ;How to Incorporate Skills into Rewards and Recognition , Workspan Daily Plus+ article; ;Compensation Philosophy Guide , tool; Workplace advancements have long been fueled by new processes, technologies and methodologies that require the development of new skills.

For WorldatWork Members ;How to Leverage Skills Testing for Total Rewards Success , Workspan Daily Plus+ article; ;A Step-by-Step Guide to One Skills-Based Org Lever TR Can Pull , Workspan Daily Plus+ article; ;AI and the Skills Evolution: Where the Total Rewards Function Fits In , Workspan Daily Plus+ article; ;How to Incorporate Skills into Rewards and Recognition , Workspan Daily Plus+ article; ;Compensation Philosophy Guide , tool; As technology continues to evolve in the workplace, more organizations are exploring policies that encourage or require employees to develop artificial intelligence (AI) skills to advance in their careers.

“Plan sponsors need to strategically review the options that have become available and prioritize which changes fit, based on their employees’ needs and execution resources.”

For instance, job types are defined by the EEOC and not the employer, and not everyone fits into those neat little categories.”

For example, are employees consistently choosing the cheapest plan even though it might not be the best fit for their needs?

Final Thoughts There is no such thing as a one-size-fits-all compensation structure.

Yesterday’s processes of doing annual salary reviews and cumbersome manual job re-evaluations (as just two examples) are no longer fit for purpose.

Her other recommendations include: ;Incorporating Medicare education into retirement readiness programs , helping employees understand how Medicare fits into their post-employment health coverage.; ;Providing clear offboarding materials that explain what happens to employer coverage at retirement and how to transition to Medicare.; ;Hosting pre-retirement workshops or webinars that include Medicare basics, enrollment timelines, and how it interacts with continuation coverage under the Consolidated Omnibus Budget Reconciliation Act (COBRA) and/or any available retiree health benefits.; ;Directing employees to trusted, neutral resources such as Medicare.gov (including its “Medicare & You” handbook ) and Social Security offices for personalized guidance.; ;Leveraging partners such as medical carriers, 401(k) administrators or independent vendors (e.g., Via Benefits ) to support retirees in exploring supplemental coverage options (e.g., Medigap, Part D, Medicare Advantage

.;42% are not confident about filling open roles with “right-fit candidates.”